¿Cómo se puede gestionar eficazmente un equipo resistente a los cambios en las operaciones de la planta?

While going for some change in operations, the persons should be given very clear step by step methodology or instructions about what change is being done, why it is required and what’s the urgency of doing. Time frames for trials and further course of action should be clear. The communication..rather discussion also should be two way and open for feedbacks. The feedback rejected/implemented should be with a valid reason and agreeable. Many time a good change goes in vain due to improper communication or clarity on subject. Once the change has been validated as successful, all documents should be changed and proper training/display notices should be put.

First, listening to the team maybe show alternatives to the change and better ways to implement the change. The negative reaction to change is a symptom of poor communication and lack of confidence between the teams and the top management.

Change is always a difficult task to achieve especially if your plant environment is safety sensitive It’s imperative that you consult with a few respected senior individuals that are hands on. With all due respect to the managers that read this, sometimes what works on paper doesn’t work in the field. In a lot of instances teams see new procedures handed down to them without input from those who have been doing the tasks for years. I’ve seen a lot of management changes in my career, and the ones who do best always reach out to those who do the tasks before trying to implement change. Experienced people may have already seen some of the changes that were tried and perhaps failed. This is why a collaborative approach works best.

I think a lot of organisations do not understand change in operations and therefore try to address symptoms rather than the root cause. In my experience i think the first mistake i would rectify is not including the everyone in the initial stages of the change the operation is willing to adopt, be it a process, system or culture. Secondly, I would keep things simple by communicating and using visual the team can understand. Third, I would then list the benefits of the change or adoption which allows the team to derive their objectives. Fourth, work on one objective and allow it to feed into the next rather than bombarding the team with everything at once. More importantly, planning and acting out possibles scenarios for any change is key

Most of the time reason of the change and reason of the resistant to change are very important. Introducing changes create incertinity inside the team even through the reason of the change is explain. The manager need to create a story telling around this change highlighting on what will not change. - The value of the company will not change , - key elements which gathered the team will not change . Some few adjustments will happen on the SOP after training session and adaptation time

Benefit of the change for the plant and the organization is easy to do .Leader need to focus on the benefit of the change for the worker . How this change improve his safety, reduce his fatigue, increase his productivity, his knowledge, his employability, his revenue if any

Open Communication: Clearly communicate the reasons behind the change and Address concerns and be open to feedback. Actively listen to your team's perspectives

Create small team from the main team , collect the input feedback needs from the team...list out the suggestion received from the team. Get small involvement to address easy solvable problems... Create big change overall ..

In the case of Big organization , We need to identify inside the team some workers who will be agent of change, change drivers or game changer. We call them Pillars of change in some organization. Roots you strategy on those key leaders who will create the snowball effet and cascade down the change to the last employee

Involve the team really requires people from the supervisory and the different level of plant ops and from different teams. Selection of contributors could be from anyone with years of experience as well as someone junior. My experience is that most of the time, only supervisors or senior plant ops are involved with such discussions . If that was to happen due to resource issues. Representative will need to have an open discussion/ sharing within their team on a regular basis. Implementor should at times also be involved with the discussion. This ensures that feedback is valued. It takes personal effort to make an effective change when teams are involved.

Provide Training and Support: Offer training to ensure that team members have the necessary skills for the new processes or technologies. Provide ongoing support during the transition to help them adapt.

Managing team anxiety during training period is a key point . If the change is related to a an innovative process , and his you have Lot of senior workers, task of training will be more difficult because they have long time in a comfort zone which equipment they Master. Challenge will be more on minset change rather than on acquiring new skills

Firstly find the reason for the resistance. Try to solve that reason. Secondly try to make him understand the importance of the task he needs to perform. Create his importance for this role and make him positive. Still if doesn't agree than compare him with the one who is at similar level and doing it. Or at last use power.

Highlight Benefits: Clearly outline the benefits of the changes, both for the organization and for individual team members. Connect the changes to long-term goals and improved efficiency.

To train a team is so important that it will improve the overall performance and efficiency. Infact many hands make work easier and so for that reason everyone responsible must be on board to take up the the tasks appropriately

Before we apply all the steps mentioned, lets put some fun into change management. We get the team to list down what they wish or want us to change. We discuss and exchange changes. Afterall, we are not perfect. There are always something we can change or expected by our team that we will change. Take their honest feedback, evaluate and workout plan to change. If we can change, there should be less resistance from them to change. "Man in the mirror"